top of page
Managing Strategic Analytics Organization As Part of Corporate Strategic Transformation:
To effectively, efficiently and proactively manage Enterprise Analytics Organization within a company as an enabler for productivity, efficiency, customer acquisition, customer retention, market share increase, revenue and profit, there is the need for the Chief Analytics Officer/SVP of Analytics to understand the Strategic Direction of the company in terms of where the company is heading next.

Managing Enterprise Analytics Organization for the Best in Deliverables To Generate Productivity, Revenue and Profitability

The inital engagements of the Chief Analytics Officer/SVP of Analytics include working closely with the Executive and Leadership Teams and of course, with the Board, to understand the strategic plan and the strategic transformation of the entire company as the company moves into a new level of excellence in meeting the shareholders’ values

Seek to Understand the Strategic Direction of the Company from the Offficial Sources

Some of the questions below are designed to provide inputs into the Analytics Strategic Plan for actionable and measurable performance by the Chief Analytics Officer/SVP of Analytics. The questions below are needed to elicit robust responses as inputs. The questions include but are not limited to:
1: Where is the Company Today? 

1a. Where is the company, among others, in terms of?:

  • Global Strategic Process and Execution in areas that include:

    • Strategic financial health including balance sheet health

    • Production or/and service capacities

    • Strategic positioning compared to the industry performance

    • Strategic capabilities within the context of competitive climate

    • Uniqueness and value added services delivered to strategic customers

    • Adaptiveness and responsiveness levels in deployment of strategic capabilities

    • Enabling technologies and processes that support the strategic capabilities

As Part of the Leadership, align with the Mission, Values and Vision of the Company

1b. Where is the company, among others, in terms of?:

  • Brand Strength and Service Improvement in areas that include:

    • Degree of customer sophistication

    • Customer loyalty

    • Knowledge of customer expectation

    • Size in segments served

    • Degree of technological sophistication

    • Capabilities of new products

    • Product positioning

Market Review Will Be In Order If Analytics is Going to Be One of the Revenue Enablers

1c. Where is the company, among others, in terms of?:

  • Marketing Prowess which includes but not limited to:

    • Market performance

    • Product/brand development and deletion decisions

    • Physical distribution and channel decisions

    • Sales level

    • Market penetration

    • Options for the companies regarding:

      • Product decisions

      • Core product concept and development evaluated in terms of:

        • Features/benefits (functional, aesthetic)

        • Engineering/design

        • Package

        • Brand name

        • Product lines (styles, features, price)

        • Legal compliance

    • Product-market strategy decisions

    • Pricing decisions

      • Overall price

      • Price structure

      • Price promotions

    • Promotion decisions

      • Promotion mix

    • Distribution decisions

      • Channels selection

      • Selectivity

      • Logistics

    • Communication decisions

    • Performance against forecast

    • Marketing cycles

Leverage the Insights from the Company Analysis

1d. Where is the company, among others, in terms of?:

  • Competitive Environment that includes but not limited to:

  • Growth Opportunities

    • Knowledge of consumer needs

    • Skills in distribution, promotion and advertising

    • Breadth of product line

    • Competency in marketing

    • Market share building

    • Market share holding

    • Market share harvesting

    • Capable sales and service force

  • Overriding Balance Sheet Power as reflected in the quality and composition of earnings which translates to:

    • Stability of income and trend of income

      • Most current balance sheet and income statement

      • Most recent budget, variance reports, and related financial items

      • Most recent quarterly and annual reports

    • Off-balance-sheet items

    • Changes in balance sheet composition

    • Earnings from high-risk lines of business

    • Analysis of earnings composition with focus on:

      • Core earnings – Where are the earnings coming from? Are they coming from where Analytics can help to sustain? Can Analytics be used to find more opportunistic routes?

1e. Where is the company, among others, in terms of:

  • Diversity in Portfolios and Management with Operating Excellence

  • The Level and Consistency of Pofitability in Relation to Business Volumes

Thorough Understanding of Threats Will Help To Drive Analytics As A Needed Enabler

1f. Where is the company, among others, in terms of:

  • How much importance and emphasis do the Senior Leadership Team put among others on?:

    • Annual Strategic Performance Reviews

    • Maturity of the company for example:

      • Is the company focusing more or less in planning for growth?

    • How much efforts are focused on the business planning?

    • Willingness to assume risks?

    • Talent retention?

2: Where does the Company want to go? 

2a. Where Does the Company Want To Be, among others, in terms of?:

  • Global Scale and Presence

  • Sales Level

  • Market Penetration

  • Profitability

  • Corporate Stature

  • Degree of Customers' Sophistication

  • Customer Loyalty

  • Knowledge of Customers' Expectations

  • Size in Segments Served

  • Degree of Technological Sophistication

  • Capabilities of New Products and Services

  • Product Positioning

3: How Will the Company Get There? 

3a. How Will the Company Get There, among others, in terms of?:

What are the Options for the Companies Regarding:

  • Product Decisions

    • Core Product Concept

    • Features/Benefits (functional, aesthetic, etc.)

    • Engineering/Design

    • Package

    • Brand Name

    • Product Line(Styles, Features, Price, etc.)

    • Legal

  • Product-Market Strategy Decision

  • Pricing Decisions

    • Overall Price

    • Margins

    • Price Structure

    • Price Promotions

  • Promotion Decisions

    • Promotion Mix

  • Distribution Decisions

    • Channels Selection

    • Selectivity

    • Logistics

  • Communication Decisions

    • Message Goals

    • Budgeting

    • Scheduling (placement, timing, etc.)

    • Creativity

    • Media

    • Advertising

    • Sales Promotion

    • Effectiveness Measures

  • Customer service decisions

    • Pre-Sale Service

    • Post Sale Service

    • Relationship Building.

What Does the Company Needs to Know to Get There? – How Can Analytics Add Value?

1. Strategic Gap Analysis: Are there Strategic Gaps To Be Able to Leverage Data, Analytics, Modeling and Business Intelligence (BI) to Support the Strategic Direction of the Company?

Gap Analyses include:

  • Review of current and future state of Data, Analytics, Modeling and Business Intelligence (BI)  structures, operations and processes that best align with the strategic direction of the company in current and future states 

  • Review of the current and future internal Data, Analytics, Modeling and Business Intelligence (BI) capabilities to manage the analytics structures and processes to support the strategic needs of the company

    • Access the relevance of the:

      • Current Analytics Strategic Plan

      • Current Governance Model

      • Current Operating Model

      • Current Organization Models

      • Current Business Deliverables

      • Current Process Deliverables

      • Current Technical/Technology Deliverables

      • Competence and Talent Inventory in terms of Hiring Needs, Training, Development and Promotion

  • Performance Measurement/Assessment of Key Indicators in Data, Analytics, Modeling and Business Intelligence (BI) capabilities to also include the listed below among others:

    • Workforce Performance Management and Measurements

    • Process Work Flows especially with the identification of the basic or primary processes

    • Operational data, metrics, reports and decision support process capabilities

  • Inventory the usage of relevant technologies, software, tools and applications

2. Link the Strategic Direction of the Company with Abilities that Derive from Management of Analytics Capabilities

Scheme Out the Integration of the Company's Direction With the Alignment of the Analytics Governance, Operating and Organization Models 

  • Link the strategic direction of the company with capabilities that derive from strategically designed integration of data management solutions, advanced analytics best practices, advanced modeling, applied optimization programing, business simulation, optional scenario generators, scenario testing plus scenario planning and business intelligence reporting processes and products that include dashboards, scorecards, operations command center and mobile channels.                    Use the capabilities to identify, assess, prioritize, measure, model, apply and provide robust information to support the business leadership in strategically managing effectively and profitably the followings:

  • How will the customers' behavior change?

  • How will the costs change?

  • How will the segmentation be affected?

  • How will the competitors redefine their activities?

  • How will the competitors’ functional strategies change?

  • How will the competitors change their investment strategies?

  • How will the product technologies change?

  • How will the process technologies change?

  • How will the financial performance be affected?

  • How will the strategic direction impact::

    • Widespread/geographic spread

    • Rapidity of penetrating new markets

    • Increase in cash flow

    • Closeness to the customers

    • Long-term continuity with the customers

    • Broadest possible perspective of a targeted market.

Map Out Deliverables Based on the Business Requirements

  • Provide the thought leadership, with primary responsibility for developing and executing innovative, financially sound, executable, and data-driven corporate strategies to achieve business objectives, meet company goals, and improve shareholders’ values

  • Work with the SBU Leadership, other Operations and Support Leadership as business partners to utilize analytics to identify and implement operational processes and procedures designed to drive revenues and reduce costs.

  • Align analytical activities with corporate objectives and provide analyses that guide and provide alternative scenarios for strategic business decisions

  • Apply quantitative rigor, risk measures and financial due diligence on all proposed initiatives to ensure that decisions are made in the best interests of the company

  • Interface based on facts with external stakeholders and influencers as appropriate, including press, wall street analysts, customers, partners, and investors as needed

  • Help the organization achieve appropriate balance on short-term goal-setting and long-term strategic planning

3. Establish Long-term Strategy, Vision, and Goals for Entire Analytics Team

  • Establish short and long-term strategy, vision, and goals for entire Analytics Team which ensure that the organization is effectively utilizing latest research techniques and analytics technologies to achieve corporate strategic goals and objectives.

  • Leverage new research techniques and analytical methodologies to drive strategic vision and marshal change

  • Provide vision and leadership that ensure that the Analytics Team can leverage the power of big data, innovative analytics tools and methodologies to develop and create various types of predictive models, segmentation strategies, contact management strategies, multi-channel offer strategies, data mining analyses, web analytics strategies, voice analytics strategies, and innovative analytical and technological applications that benefit the growth of market share, revenue and profitability

  • Lead Analytics Team in exploring, exploiting, and innovatively applying new data sources to promote growth and business opportunities

  • Manage and deliver analytics projects through the entire life-cycle to include scoping, structuring, budgeting, project team assignment and analytical resolutions (e.g. constructing predictive models, new visualization techniques and applying external research to business issues)

  • Develop and execute fully integrated corporate reporting strategies designed to provide the SBUs with advanced reporting tools and avenues that include SAS Dashboards, Real-time reporting through various channels including the internet, Smart phones and Command Centers

4. Analytics Leadership: Expertise in Execution of Analytics Operations

  • Chief Analytics Officer/SVP Analytics serves as an expert on all aspects of the Data, Business Requirements, Analytics, Modeling and Business Intelligence (BI) Structures, processes, management and procedures

  • Chief Analytics Officer/SVP Analytics defines and drives adoption for best practices in the Data, Analytics, Modeling and Business Intelligence (BI) space

  • Chief Analytics Officer/SVP Analytics:

    • Has the accountability and ownership of analytics operational successes and failures for company deliverables

    • Monitors and reports on Data, Analytics, Modeling and Business Intelligence (BI) campaign setups, launches, volume of activities

    • Completes Data, Analytics, Modeling and Business Intelligence (BI) forecasting exercises in project deliverables for senior management

    • Reviews deliverables for quality and ensures that recommendations and analytics related work products are sound and viable

    • Collaborates with Senior Management Team to develop and implement infrastructure of systems, processes, and personnel designed to successfully and timely execute Data, Analytics, Modeling and Business Intelligence (BI) deliverables

5. Analytics Project Leadership: Direction and Oversight in Project Execution

Analytics Strategic Project Execution

  • Work with the Leadership to develop Enterprise Project Management Office (EPMO) into a strategic position within the company and work to ensure that analytics projects proceed on the basis of their strategic alignment to the objectives of the organization

  • Position the EPMO as an internal consultancy, partnering with senior management to deliver on the prioritized analytics objectives. Drive the Analytics team to focus on growth by leading project initiatives that deliver high impact results that transform the business

  • Direct Project Managers for the execution of their projects and the impacts on the program to monitor cost, schedule, and technical performance of component projects and operations, while working to ensure the ultimate success of the program.

  • Manage the creation of analytics development project plans and timelines, including resource requirements and prioritization of strategic corporate initiatives. This includes overseeing all aspects of portfolio, program and project management and processes including project procurement, integration, time, cost, scope, planning and initiation.

  • Ensure the management of projects undertaken by company and its SBUs in a manner that optimize the ROI from the projects and ensure their alignment with the company's strategic objectives during the project ideation, selection, and delivery phases.

  • Determine and coordinate the sharing of resources among the constituent projects to the overall benefit of the portfolio through optimizing of resource utilization based on availability, skills and role needs which ensures that the future capacity needs are accurately projected and met

  • Responsible for the organization-wide integration of consistent portfolio, program and project management methodologies and terminologies

  • Establish project portfolio analysis that emphasizes measuring and comparing project portfolio performance to determine whether the projects are meeting their objectives

  • Manage the development of Project Portfolio Dashboard that helps the leadership to monitor portfolio information through a variety of formats, including investment bubble maps, scorecards, multidimensional OLAP pivots, and report

     

Work Across the Organization With Respect to Understand the Strategic Gaps for Both the Company and Analytics Teams 

  • Operational Excellence

    • Ensure that the Data, Analytics, Modeling and Business Intelligence (BI) operations are established to scale and facilitate smooth interaction between dependent groups especially in the SBUs and within Business Units

    • Design and manage Data, Analytics, Modeling and Business Intelligence (BI) workflows & automation projects in conjunction with the Enterprise Project Management Office (EPMO) to continuously improve efficiency, effectiveness, and accuracy in execution

  • Continuously refine Data, Analytics, Modeling and Business Intelligence (BI) service offerings and service level agreements with SBU teams

  • Ensure operational excellence through continuous refinement of best practices and tactics

  • Develop key performance indicatorsin reporting metrics

 

  • Financial Obligation and Value Contribution

    • Oversee budgeting, forecasting, billing and invoicing processes in Data, Analytics, Modeling and Business Intelligence (BI) implementation activities

    • Responsible for measuring the value coming from increased revenue and decreased cost as reflected in the NPV, IRR and Paybacksummariesin supporting businessjustification for investment in Data, Analytics, Modeling and Business Intelligence (BI) space.

    • Control staffing, budgeting, planning, manage expense priorities and recommend/implement changes as needed

© 2015-2025 by Navigatinganalytics.com

  • google-plus-square
  • Twitter Square
  • facebook-square
bottom of page